THE ASSESSMENT OF MOTIVATION IN THE SAINT PAUL HOTEL EMPLOYEES

By Pattarinee Petcharak

A Research Paper

Submitted in Partial Fulfillment of the Requirements for the Master of Science Degree With a Major in

Hospitality and Tourism Approved: 3 Semester Credits

____________________________ Robert G. Davies Investigation Advisor

The Graduate School University of Wisconsin- Stout May, 2002

II The Graduate College University of Wisconsin-Stout Menomonie, Wisconsin 54751

ABSTRACT

(Writer)

Petcharak (Last)

Pattarinee (First)

(Initial)

The Assessment of Motivation in the Saint Paul Hotel Employees (Title) Hospitality and Tourism (Graduate Major) Robert G. Davies (Research Advisor) May 2002 (Month/Year) 68 (No. of Pages)

American Psychological Association (A.P.A) Style (Name of Style of Manual Used in this Study)

Key words: hospitality and tourism, employees motivation, turnover, absenteeism, human resource. The collective hotel industry is a significant parrot of the world tourism industry. The industry is by design delivers services to be registered and non registered guests. Key in the process of delivering service in any hotel situation is the hotel staff. The ultimate quality of service provided will depend on the collective ability of staff, training and individual motivation to produce the services demanded by the guest.

III Hotels are physical structures supported by human resources that enable the delivery of service. Key in the process of delivering quality service is the individual motivation of all employees whether professional, skilled or unskilled. With the growth of the service industry the hotel industry now competes for quality service employees. Research finds that it is a challenge for hotel management today to motivate employees to provide quality services as high turnover and absenteeism is widespread in the United States hotel industry. This study evaluated the motivation factors of employees in a four star hotel in St. Paul, Minnesota. The study centered on why people choose to work for this specific hotel while modeling motivational factors that enable their overall performance. The study also sought to learn if there is a gender based difference in motivational factors. The results of the study revealed that the main reasons people choose to work at the hotel was based on the quality class of the hotel, interesting jobs, salary and job security. When considering the gender construct, gender did have a role influencing employees perception of motivational factors. Males preferred salary, job security and loyalty to employees, while females preferred interesting jobs, working environment and camaraderie with co-workers.

IV

ACKNOWLEDGEMENT
The completion of this research endeavor would not have been possible without the assistance of so many. I am genuinely thankful to my thesis advisor Robert G. Davies for his support, guidance, encouragement, and enduring patience. My overwhelming thanks to Gina Soucheray; it was very kind of you to help me collect data. My appreciation to Poy Suriyapee for your great assistance in data analysis. Last, and most importantly, my heartfelt thanks to my family, especially my dad, Mr. Artorn Petcharak, I couldnt have gotten through this without your support, and encouragement. Besides I would like to thank my mom for your encouragement. All of you brightened my day.

Pattarinee Petcharak May 20, 2002

TABLE OF CONENTS
Page ABSTRACT.II ACKNOWLEDGEMENTS IV TABLE OF CONTENTS V LIST OF TABLES.. IX LIST OF EXHIBITSX LIST OF GRAPHS. XI CHAPTER ONE: INTRODUCTION Introduction. 1 Statement of problem.. 3 Research objectives 4 Definition of terms.. 4

CHAPTER TWO: LITERATURE REVIEW Introduction 6 Definition of motivation............................................................................ 7 The importance of motivation to employees. 8 The impact on an organization without motivation awareness programming 9 What do employees want?........................................................................ 11 Differences of motivation by gender 13 Motivation theories.. 14 Maslows Hierarchy of Needs 15

VI ERG theory.. 16 Equity theory17 Herzbergs theory 17 Theory X and theory Y. 18 Technique to motivate employees19 Communication19 Training20 Wages and salaries 21 Fringe benefits 22 Good working environment 24 The Saint Paul Hotel 25 History of the Saint Paul Hotel 25 The mission and vision statement of the Saint Paul Hotel26 The organization of the Saint Paul Hotel 27 The Saint Paul Hotel: Workplace constructors27 Increased motivation factors needed by the Saint Paul Hotel. 28 Summary.. 29

CHAPTER THREE: RESEARCH METHODOLOGY Description of subjects 31 Population 31 Sample selection.. 31 Survey instrument 32 Pilot test.. 34 Data collection. 34

VII Data analysis 35 Limitation of study.. 35

CHAPTER FOUR: RESULTS AND ANALYSIS Population and response rate 36 Respondents personal data.. 37 Gender.. 37 Age38 Position 39 Working status. 39 Respondents working period in the hospitality industry and in the Saint Paul Hotel..40 The reason for choosing a career in the Saint Paul Hotel42 The workplace motivational factors in the Saint Paul Hotel employees.44 The motivational differences between genders at the Saint Paul Hotel.. 46 Summary.. 48

CHAPTER FIVE: CONCLUSIONS Objective 1: To determine the reasons employees choose to work at the Saint Paul Hotel.50 Objective 2: To determine the workplace motivational factors for the Saint Paul Hotel employees.52 Objective 3: To investigate motivational differences between genders at the Saint Paul Hotel 55 Recommendations for the human resources department 57

VIII Recommendations for further studies 57 REFERENCES. 59 APPENDIX A: Questionnaire.. 63 APPENDIX B: The structure of the Saint Paul Hotel.. 69 APPENDIX C: Categories of benefits. 65 APPENDIX D: Mission statement and vision statement of the Saint Paul Hotel..68

IX

LIST OF TABLES

Table

Page

1. Comparison of motivational factors between males and females. 14 2. Respondents personal data: gender.. 37

3. Respondents personal data: age 38 4. Respondents personal data: position. 39 5. Respondents personal data: working status.. 39 6. Respondents working period in hospitality industry 40 7. Respondents working period in the Saint Paul Hotel... 41 8. The reasons for choosing a career in the Saint Paul Hotel..42 9. The most significant motivational factors in the Saint Paul Hotel. 44 10. Male and female motivational factors: side by side comparison.. 47 11. Conclusion: reasons for choosing a career in the Saint Paul Hotel 50 12. Conclusion: workplace motivational factors in the Saint Paul Hotel. 52 13. Conclusion: male and female motivational factors: side by side comparison.55

LIST OF EXHIBITS

Exhibit

Page

1. Maslows Hierarchy of Needs.. 15 2. ERG Theory. 16 3. Equity Theory Ratios 17

XI

LIST OF GRAPHS

Graph

Page

1. Reasons for choosing a career in the Saint Paul Hotel.. 43 2. The most significant motivational factors in the Saint Paul Hotel..45 3. The motivational differences between genders.. 46

CHAPTER ONE INTRODUCTION

The hotel industry is a significant part of the tourism industry world wide and its employees play a key role in delivering the service product, its to customers. Excellent service provided by employees can create lasting positive experiences for customers. The individual motivational constructs of the hospitality employee play an important and perceivably a significant role in achieving high satisfaction among hotel customers. The motivation of employees, whether professional, skilled or unskilled, is a major issue in all service organizations. For the hotel industry, employee motivation is a major issue. It is a challenge for the management of the hotel industry to motivate employees to stay on the job and to offer the efficient, good service which customers expect (Cheng, 1995). One of a human resource managers functions is related to ensuring employees workplace motivation. Human resource managements function is to assist the general manager in keeping the employees satisfied with their jobs. If employees are not satisfied, they will not perform to expected norms. Workplace dissatisfaction and poor performance usually lead to high employee turnover in the hospitality industry, particularly in developed countries. According to a Hotel and Catering Training Company in the United Kingdom, turnover is the United Kingdom was estimated to have cost the hotel and catering industry 430 million pounds a year, and turnover was higher among men than women (Lucas, 1995). The Hong Kong Hotels Association found in its 1994-1995 annual survey that 41.26 percent of the employees in 63 hotels changed jobs or resigned.

2 Yu (1999) reported that in order to reduce labor turnover and retain productive employees, management has to improve working conditions and keep the employees properly motivated. Human resource managers need to understand the motivational processes and human needs in different cultures. To understand employees needs, managers should understand key theories that help them learn the basic needs of people. Maslows theory is one of many theories that pointed out the basic sorts of needs. They are Physiological needs, Security needs, Belongingness needs, Esteem needs, and Self-actualization needs. The lower level needs must be satisfied before the next higher level. Another theory, Hertzbergs is based on two distinct sets of factors: hygiene factors such as pay, organizations, policies, working environment and motivating factors such as recognition, promotion, achievement and the intrinsic nature of the work. Moreover, managers can learn what kind of motivation factors should be provided to employees from many research papers. For example, the study of Dr. Kovach during forty years concluded that good wages ranked the first through the fifth of the ten items of motivational factors (Kovach, 1987). The study of seven Caribbean Hotels, Las Vegas Casino Hotels and 278 hotels located in United States and Canada supported Kovachs research that good pay is the first priority for employees (Charles and Marshall, 1992). However, from the study of 1,245 employees of the Hong Kong hotels concluded that an opportunity for advancement is the first factor but good pay is the third one (Siu, Tsang and Wong, 1997). So, when managers understand employees needs and provide the suitable motivational approach, employees will match their goals with the organizations goals. As a result, not only employees will get benefits but also the whole organization will be more successful.

3 The Saint Paul Hotel The Saint Paul Hotel is a four star hotel located in downtown St. Paul, Minnesota, USA. The address is 350 Market Street, St. Paul, MN. It consists of 254 guest rooms and spacious suites designed in a European style and elegance reminiscent of hotels at the turn of the previous century. Each room radiates the warmth, comfort, intimacy and attention to detail thats expected of a premier hotel. Each room has fine art, with luxurious furnishings and panoramic views. The Saint Paul Hotel has variety of amenities: Daily turndown service with mineral water and complimentary newspaper delivered to each guest room, cable TV including internet and movie channels, a gift shop, full-time concierge services, indoor parking and valet service, rooftop exercise facility. The hotel also has seven meeting rooms that can accommodate up to 260 people for meetings and 380 for banquets. In 2001, The Saint Paul Hotel has 365 employees. There are 172 male and 193 female. It is divided into nine functional departments (See appendix B) that are food and beverage, controller, sales and marketing, human resource, catering, hotel chef, guest services, engineering and housekeeping.

Statement of the Problem Because of the high turnover and high absenteeism within the hospitality industry service, managers now realize the importance of employee motivation to retain quality staffing. When employees maintain a high level of motivation, quality services will result.

4 The purpose of this study was to assess the motivational factors of employees at the Saint Paul Hotel. A hotel was known to offer consistent quality services, low turnover and satisfied employees.

Objectives of the Study Three objectives were included in this study: 1. To determine the reasons employees choose to work at the Saint Paul Hotel. 2. To determine the workplace motivational factors for hotel employees. 3. To investigate motivational differences between genders at the Saint Paul Hotel.

Definition of Terms For the purpose of clarification in this study, the following terms are defined for better understanding of the hospitality organization. Hospitality industry is defined as the industry segment pertaining to guests and entertainment such as hotels, restaurants, attractions, etc. Motivation is defined as the result of processes, internal or external to the individual that arouse enthusiasm and persistence to pursue a certain course of action. Turnover is defined as when an employee leaves and is replaced by another employee. Absenteeism is defined as regular absence from work without a good reason. Upward communication is defined as a communication that comes from the lower level to the top level such as from the employees to the managers.

5 Fringe benefits are defined as a service or advantage that employees are given with their job in addition to pay. On-the-job training is defined as training of employees to perform work under the supervision and guidance of the supervisor. Morale is defined as the feelings an employee has about all aspects of the job. Union is nothing more than a group of employees that feel that they can obtain, from management, what they want more effectively as a group than as individuals. By bargaining as a group, they have more power and management is more likely to listen to them.

6 CHAPTER TWO LITERATURE REVIEW

Introduction
Give me enough medals and Ill win you any war

Napoleon Bonaparte In determining the significant motivational factors of hotel employees, a literature review covered these following topics: Motivation, the importance of motivation, the previous research about what employees want, motivation theories, strategies to motivate employees Structure and motivational policy of the Saint Paul Hotel

Managers in every kind of organization have made generalized assumptions about what motivates their employees. Motivation seems to be the single most important determinant of performance (Lawler, 1973). Jaruphongsa (1998) reviewed Motta (1995) that job performance is the result of motivation and ability. Ability includes training, education, equipment, simplicity of task, experience, and both inborn mental and physical capacity. Rutherford (1995) argued that motivation makes an organization more effective because motivated employees are always looking for better ways to do a job, generally are more quality-oriented and are more productive, so it is important for management to understand how organizations influence the motivation of their individual employees.

7 Definition of motivation If you were to ask managers and supervisors, What is motivation? you would probably get different responses. Some would say it is getting people involved. Others may say motivation is letting people know that the jobs they do are important and valued. Still others may define motivation as worker initiative. However it is defined, motivation is probably one of the most important human resources management responsibilities (Jerris, 1999). Considerable research has been conducted regarding the definition of motivation. According to Dessler (1980, p.55) motivation is both one of the simplest and most complex of management jobs. It is simple because people are basically motivated or driven to behave in a way that they feel leads to rewards. So motivating someone should be easy: just find out what he or she wants and hold it out as a possible reward. Daschler and Ninemeier (1984, p.210) said Motivation is a state or force within an individual that makes the employee act in a way designed to achieve some goal. Taking this broad definition and putting it into the context of supervision in the hospitality operation, we might say that motivation is what the supervisor does to encourage and influence other people to take necessary action. This is different, however, from the supervisor who establishes a goal dealing with what I will do to motivate my employees (Daschler and Ninemeier, 1984, p.210). Motivation is, in fact, an internally generated force or drive within the individual which provides an incentive for the employee to act. Ray and Wieland (1985) stated that motivation is the force within a person that makes him/her act in a certain way to achieve some goal. As taken from Madsen (1974, p.13) motivation is an important concept in modern psychology. It is not possible to understand, explain or predict human behavior without some knowledge of

8 motivation (Cai, 1993, p.8). According to Drummond (1990) motivation is in the individual and helps to explain behavior. Motivation is an intricate inside process with three components: what drives the individual to behave in certain ways, what steers the behavior, and what maintains the behavior. To satisfy the employees need is very difficult because each employee has different characteristics that affect behavior. The factors that organizations have to be concerned with are self-concept, attitudes, values, interests, feelings, personality, and life experiences. They have to encourage employees through a positive organizational climate that is motivating.

The importance of motivation to employees Why do hospitality organizations try to motivate employees? Rutherford (1990) stated that all managers realize that motivation is important and if employees are enthusiastic about task accomplishments, try to do their jobs the best, the organization will benefit. Rutherford also noted that organizational goals cannot be effectively attained unless employees work together, so it is obvious that the need for teamwork in the hospitality organization is essential. One thing that managers should realize is their job is not just to motivate an employee. All employees come to a work situation motivated to attain personal goals which they have established. One goal for the service manager is to develop motivated employees and increase their morale about their work. Employee morale towards work, such as supervisors and peers, organization, work environment, can be defined as the feelings an employee has about all aspects of the job. There are many benefits to be gained from building good morale. Besides, there are proven relationships between morale levels, turnover, and absenteeism. However, research indicates that high employee morale levels do not always yield high productivity levels (Daschler and Ninemeier, 1989).

9 Levels of employees motivation There are three levels of employees motivation according to research conducted by Mosley, Megginson, and Pietri in 2001. (1) The direction of an employees behavior. It relates to those behaviors which the individual chooses to perform. (2) The level of effort. It refers to how hard the individual is willing to work on the behavior. (3) The level of persistence. It refers to the individuals willingness to pursue the behavior despite obstacles or roadblocks.

The impact on an organization without motivation awareness programming The lack of employees motivation in a hospitality organization will cause a higher turnover, absenteeism, lower service, higher operating costs for recruitment, selection, and training. As absenteeism increases the hotel will have scheduling and emergency staffing problems in addition to increasing overall payroll costs (Thompson, 1991). Lee-Ross (1999) stated that absenteeism takes place when employees do not report to work. It can take two forms: authorized or unauthorized. Under most circumstances authorized or scheduled absenteeism does not have a negative effect on a hotel since management can plan for the employees absence. On the other hand, unauthorized or unscheduled absences can cause substantial hardships for the hotel, fellow employees, and customers alike. The study of Nico and Hagedoorn (1996) in the causes of absenteeism found that employees perception of inequity in the workplace was related to their intention to withdraw, which resulted in the employee calling in sick. Moreover, other researchers found that the prevalence of absenteeism

10 was higher among organizations that had: poor employee morale, personnel conflicts, unsatisfactory compensation and benefit programs, employees with unrealistic job expectations, inadequate training, and unsafe or stressful workplace conditions (LeeRoss, 1999). Additionally, Lee-Ross (1999) reviewed Mobley (1982) that turnover can take several forms: it can be voluntary or involuntary, functional or dysfunctional, avoidable or unavoidable. Voluntary turnover occurs when employees leave a company of their own free will. Involuntary turnover is when employees are laid off or forced to retire. Functional turnover occurs when poor performers leave, and dysfunctional turnover occurs when good performers leave. Unavoidable turnover occurs when an organization has absolutely no control over the reason for an employees exit, such as for relocation to follow a spouse, for pregnancy and for staying home to take care of a spouse or children. Avoidable turnover occurs when employees leave a company for better pay, better working conditions, problems with superiors, etc. Bell and Winters (1993) mentioned that much turnover in the hospitality industry is due to the fact that entry-level employees can easily move elsewhere to an employer who can provide them with better working conditions. The problem with this situation, from both the customers and the managers perspective, is that these are the employees that represent the hotel to the guest. If these employees are dissatisfied with their work situation and are willing to move for higher wages, it is in the managers best interest to ensure that front-line employees are happy and providing exceptional guest service. According to the Hong Kong Hotels Associations annual staff-turnover report, average employee turnover was 41.26 percent in 1994-95 for 63 hotels (Siu, Tsang and Wong, 1997). Mok (1988) said employees turnover might have become an

11 accepted fact of life among Hong Kongs hoteliers. Siu, Tsang and Wong (1997) indicated that if hotel managers knew what motivates their staff, management would stand a better chance of satisfying and ultimately retaining their employees longer.

What do employees want? Daschler and Ninemeier (1989) investigated what employees may seek from the work environment. Their discussion reviews some employee-related concerns that can be strategies to employees motivation. (1) Employees are individuals. Everybody comes from different background, experience, education and family so they need different things. (2) Each person is the center of his own concern; however, the primary interest is to satisfy needs, ambitions, desires, and goals. (3) An employee wants to satisfy basic needs. These relate to survival and security concerns, and a desire to belong, to generate positive feelings from within and from others, and to be self-fulfilled. (4) Most employees want (a) fair and consistent company policies in matters which affect them; (b) management staff they can respect and trust; (c) adequate working relationships with managers and co-workers; (d) acceptable salaries and working environment; (e) appropriate job security assurance; (f) favorable job status. (5) The other factors that can fulfill and motivate employees are: challenging work, work that yields a sense of personal accomplishment, expression of appreciation for good performance, increased responsibility and the chance to grow in the job, the feeling of importance and making a contribution to the organization, and participation in job-related matters that affect the employees.

12 (6) Some more factors that employees need are job rotation, job enlargement and job enrichment.

Dr. Kenneth A. Kovach, a professor of management at George Mason University in Fairfax Virginia, developed a questionnaire to learn about motivational factors of employees. The findings were one set of variables that would often times alter the outcome of the rank order of Kovachs questionnaire. The factors such as age, sex, income, cultural background, and job type could be used to create subgroups (Kovach, 1987). The results of Dr. Kovachs study of hospitality employees job-related motivations of were: (1) Good wages (2) Security (3) Opportunity for advancement (4) Good working environment (5) Interesting job (6) Appreciation (7) Loyalty to employees (8) Feeling of being in on things (9) Tactful discipline (10) Sympathetic personal help

He found that good wages always ranked about the first through the fifth on the list of ten items during the 40 years of study. However, the results of studying 1,245 employees in 64 Hong Kong hotels found that the employees of Hong Kong hotels considered: (1) Opportunities for advancement and development to be the first important factor. (2) Loyalty to employees (respect and trust from their employees) (3) Good wages.

13 The results suggested that hotel employees generally had a strong concern for career development (Siu, Tsang and Wong, 1997). On the other hand, Charles and Marshall (1992) replicated Kovachs study among employees of seven Caribbean hotels and found that the good wages and good working environment are the important factors. Moreover, a study of a Las Vegas casino hotel also found good wages and job security to be important motivational factors. In the Simons and Enz (1995) study, 278 hotel employees from 12 different hotels located through United States and Canada were surveyed. Their study found that hospitality employees preferred (1) good wages, (2) job security and (3) opportunities for advancement and development to be the top three motivation factors.

Differences of motivation by gender The Simons and Enz (1995) study indicated that there is no difference of motivation factors by gender. Male and female may require similar, not different, treatment for optimal workplace motivation. The study conducted by Reiger and Rees in 1993 reflected that years of experience significantly affected the motivational levels of teachers. However, no significant differences were found in relation to gender, age or race. Wong, Siu and Tsang (1999) reviewed the study of Komives from 1991 and noted that motivation is not affected by gender as it relates to leadership and performance in residence hall assistants. However, the study of Wong, Siu, and Tsang (1999) found that female employees had a high preference for several job-related motivators, including interesting work, feeling of being involved, good working environment and appreciation and praise for work done. This study indicated that gender does have a

14 role in influencing employees perceptions of various workplace motivational factors. This 1999 study indicated that female employees prefer more care and recognition from employers than their male counterparts. This table below shows the comparison of hotel employees responses to important work dimensions by gender (Wong, Siu and Tsang 1999).

Table 1 Male Dimension Good wages Tactful disciplining Job security Good working environment Interesting work Feeling of being involved Opportunities for advancement/development Appreciation and praise for work done Sympathetic help with personal problems Loyalty to employees Mean (n = 745) 4.10 3.75 4.12 4.04 3.93 3.93 4.18 3.99 3.62 4.11 Female Mean (n = 500) 4.17 3.73 4.08 4.15 4.06 4.05 4.19 4.15 3.60 4.21

Motivational theories Human beings are motivated by many needs. These depend on many factors and vary by the person and individual situation. Basic needs are food, clothing, medicine and shelters, but workplace needs extend to acceptance and self-esteem. The researcher has indicated each individual will experience these factors in different

15 degrees. Thus, to better understand how to motivate employees, managers should understand the basic theories of motivation (Cheng, 1995). The two founding theories include Maslows theory and Alderfers theory. Both theories present the basics of human needs.

Maslows Hierarchy of Needs According to Maslow (1954), five basic constructs form the human hierarchy of need. There are physiological needs, security needs, belongingness needs, esteem needs, and self-actualization needs. Maslows conceptualization of needs is represented by a triangle with five levels which he called the Hierarchy of Needs. Maslow stated that lower level needs must be satisfied before the next higher level. When people satisfy the first level, they will go the next level and the next.

Exhibit 1

Self Actualization needs Esteem needs Belongingness needs Security needs Physiological needs

Maslow said higher-level needs like those for self-esteem or self-actualization would not become salient (even when unfulfilled) until lower needs were satisfied. Therefore, it may be rather inefficient to motivate a lone assembly-line worker by

16 offering awards when his job is done as expected; Maslow said it is more important to be part of a social group that will motivate him (Wren, 1995).

ERG Theory Alderfer (1969) said there are three groups of core needs: existence, relatedness, and growth. It was called ERG theory. The existence group is concerned about providing the basic material. The relatedness group is concerned about personal relationships. And the last group is growth needs. It is concerned about intrinsic desire for personal development. It is similar to Maslows hierarchy of needs in many ways.

Exhibit 2 ERG theory - Existence needs ----------Maslows theory - Physiological needs - Security needs - Relatedness needs ----------- Belongingness needs - Esteem needs - Growth needs ----------- Self-actualization

Although there are similarities, there are two important differences. First, Alderfers said sometimes multiple needs could also be operating as motivators. Second, differing from Maslows to start at the lower level first, sometimes people need the higher level before the lower level. It depends on each situation and each situation is different (Wren, 1995).

17 Equity Theory Exhibit 3 Equity Theory Ratios

Personal outcomes = Personal inputs

Reference group outcomes Reference group inputs

The equity theory of motivation assumes that individuals are strongly motivated to maintain a balance between what they perceive as their inputs, or contributions, and their rewards. Leaders should treat followers fairly. The followers will be most satisfied when they believe that whatever they put in to activities or job, they will get out of it the same as others who do the same thing. The theory focuses on the exchanges that take place between the organization and the individual, in terms of input, such as effort, and output, such as pay, promotion. A perceived equity or inequity results when a person compares input and output with others (Wren, 1995).

Herzbergs Theory Herzbergs theory is based on two distinct sets of factors that influence behavior: 1. Basic factors influencing job dissatisfaction, which include pay, organization policies, working environment and the satisfaction with supervision. 2. Motivating factors influencing job satisfaction, which include recognition, promotion, achievement, and the intrinsic nature of the work. According to Herzberg, job satisfaction and dissatisfaction are seen as two distinct and independent continuums. At one end, it ranges from satisfaction to no satisfaction while at the other; it ranges from dissatisfaction to no dissatisfaction.

18 Herzberg considered job factors such as pay, status, working environment, job security and interpersonal relations as extrinsic factors. These factors have a disrupting effect in that employees will become dissatisfied with their jobs when these needs are not adequately met. On the other hand, factors such as the work, recognition, feeling of achievement, opportunities for growth and advancement are known as intrinsic factors (Wong, Siu and Tsang, 1999). Balmer and Baum (1993) applied Herzbergs theories to the area of hotel guest satisfaction in Cyprus. They argued that Herzbergs theory is more applicable and relevant than Maslows, in view of changes in customer expectations and the concept of quality.

Theory X and Theory Y Jerris (1999) reviewed McGregors (1960) theory which investigated managers and supervisors attitudes toward employees, and effects on workplace motivation. Theory X believes that employees naturally dislike work, responsibility and are lazy. Dealing with employees like these, managers must closely control and direct their activities by using threats and punishment. Theory Y believes that employees naturally enjoy working and want to be productive. They dont need control, managers must trust them to get the job done, as motivation for these employees is the harder they work, the more pay or promotion. The Theory X and Theory Y are different from basic assumptions regarding human needs and behavior. Understanding peoples needs and behavior then becomes an important skill all managers need to develop.

19 Techniques to motivate employees There are many motivational factors that can be used to encourage employees to work. The following are Standards in workplace supervision. Communication Within a hospitality organization, communication is important for passing along information from one individual or group to another. Communication can be in several ways such as verbal, nonverbal, upward, and downward. Lack of good communication causes low productivity, poor service, and increased costs (Drummond, 1990). The success of managers is determined by the jobs their employees do. Since motivated employees are more productive, managers must have a clear interest in knowing what motivates their staff. Communication is one of many factors to motivate employees into a cohesive working module which results in objectives being achieved (Morgan, 1990). Types of communication Wheelhouse (1989) stated that communication could occur in many ways both formal and informal. Normally, it falls into three categories: downward communication, upward communication, and lateral communication. 1. Downward communication: Downward communication is occurs from higher levels in an organization to lower levels. It is mostly of an informative or directive nature. Communication between managers to subordinates is the sample of downward communication. The other channels of downward communication used by managers are policy manuals, employee handbooks, newsletters, magazines, memoranda,

20 annual reports, posters and bulletin boards. Each item should have a specific purpose and be written clearly. 2. Upward communication: The greatest communication is upward communication according to Cheng (1995). Upward communication is the communication that comes from the lower level to the top level such as from the employees to the managers. The sample of upward communication includes the suggestion box, employees satisfaction survey, open-door policy, management-employee meetings, and exit interviews. The managers should accept new ideas even offbeat, without anger. They should encourage more frankness from their employees and make themselves more accessible. 3. Lateral communication: Lateral communication is the interchange of information and ideas among all sectors of organization or people at the same level. Effective lateral communication is an essential element of teamwork. Without this interchange, the structure of the organization would be no different from an office building and all employees working independently. Usually, a hospitality organization is a group of people working together for the most satisfaction of guests.

Training Powers and Barrows (1999) noted how training becomes an important activity for any hospitality organization. Training provides on-the-job experiences and information that help employees become more proficient or qualified at a task at their current jobs. Training deals with the hows how to be a better manager. A well trained group of employees should result in a reduction of costs, stress, turnover, and

21 absenteeism and a corresponding increase in efficiency and customer satisfaction (Mill, 1998). Steven Hickey, senior vice president of T.G.I Fridays, noted training is probably the most important aspect of reduced turnover because it minimizes mistakes and that minimizes a lot of reasons for turnover (Powers and Barrows, 1999). Training is important because of changing technology and markets. Managers and employees need to update their skills through training. Training programs can be addressed in many ways such as classroom lectures, problem-solving case analysis and interactive role-plays (Yu, 1999). Conrade, Woods and Ninemeier (1994) asked participating employees about the influence of training on their performance. Ninety three percent indicated that training programs that improved their skills, knowledge, and behavior would encourage them to stay at a company. Powers and Barrows (1999) stated that the alternative to training or no training might be more expensive. Training does cost a lot of but no training means poor service and lost customers. So the lost revenue from poor services far exceeds the cost of training employees properly.

Wages and Salaries An extensive review of the literature indicates that important work- related variables leading to job satisfaction include challenging work, interesting job assignments, equitable rewards, competent supervision, and rewarding careers. It is doubtful, however, whether many employees would continue working were it not for the money they earn. Employees desire compensation systems that they perceive as being fair and commensurate with their skills and expectations. Pay, therefore, is a

22 major consideration in human resource management because it provides employees with a tangible reward for their services (Bohlander, Snell, and Sherman, 2001). Stone (1982) indicated that people are motivated by money for many different reasons. The need to provide the basic necessities of life motivates most people. Some people think of money as instrumental to satisfying noneconomic needs such as power, status and affiliations with desired groups. Money is often viewed as a symbol of personal success and achievement. Many factors affect how wages and salaries are set. The factors depend on area of living, the labor market, minimum wages and other governmental regulations, the cost of living, the ability of the employer to pay, the worth of the job and the presence of a collective bargaining agreement. Pay rates can be adjusted to help employees cope with their living situations (Drummond, 1990).

Fringe Benefits Fringe benefits are a complement to wages of workplace compensation. The fringe benefits for the workers in hospitality organizations help the operation by having a positive, motivating work climate, increases in productivity, sales, profitability, excellent quality and cost control. Money is an important factor to motivate employees but today, fringe benefits become equal to money as an important role to motivate employees. So an essential part of learning to lead managers is to understand better the conditions which an employee needs the most to perform the best job (Drummond, 1990). Each year, organizations have a lot of expense from employees benefits. However, a benefits program should meet the objective of motivating employees. A good benefits program will allow employees to share their idea by doing surveys or

23 other methods and organizations should accept their ideas to improve benefits. Employers should also periodically review the benefits program to be sure that it is meeting employees needs. The categories of benefits (see Appendix C) contain a list of basic employees benefits provided by organizations (Drummond, 1990). There are varieties of employee benefits: for example; 1. Health insurance: Health insurance is the most common benefit in the U.S. in 1983, the most expensive benefit for employers to pay was Social Security pay for retirement. In 1988, health insurance became the most expensive benefit, largely because health care costs have been increasing dramatically since 1965. One result of this has been that more organizations are shifting part of the cost of health insurance onto the employees. By far a majority of employers in the United States offer health insurance to their employees (Drummond, 1990). 2. Vacations with pay: It is generally agreed that vacations are essential to the wellbeing of an employee. Eligibility for vacations varies by organizations, locale, and size. To qualify for longer vacations of three, four, or five weeks, one may expect to work for seven, fifteen and twenty years, respectively. A new benefit offered by 11 % of 1,000 employers surveyed nationwide allows employees to buy an extra week of vacation. The cost to employees is a lost week of pay, making the extra vacation period simply time off without pay. Vacation buying programs appeal to relatively new employees who havent acquired the time for longer vacation periods. This benefit also favors employees who need extra time to care for aging parents or those simply wishing to extend a vacation period (Bohlander, Snell and Sherman, 2001). 3. Pension: Pension is deferred income that employees accumulate during their working lives and that belongs to them after a specified number of years of service. Since the passage of the Social Security Act, pension plans have been used to

24 supplement Social Security benefits. Pensions were originally used as a way of retaining employees and rewarding them for staying with the organization until retirement. Thus, employees who quit or who were terminated before retirement were considered ineligible for the pension award (Jerris, 1999). 4. Meals: In many hospitality operations, employees receive one free meal per daily shift and an unlimited amount of coffee and soft drinks. At Subway, for example, employees can eat for free in the companys cafeteria, Most hotels also serve meals in the employees cafeteria and do not permit employees to use food and beverage outlets at their place of employment (Jerris, 1999).

Good working environment Wheelhouse (1989) noted that the working environment can often be a cause of low productivity. Employees need adequate equipment, space, heating, lighting and ventilation. Color also has a significant impact on the work environment. Restrooms and lockers need to be clean, secure, and well maintained. The food provided should be the same for line employees as for the managers. Managers, including top executives, should be expected to eat at the cafeteria except when entertaining. If its not good enough for managers, it should be consider not good enough for line employees. Therefore, Cheng (1995) noted that a good working environment means employees want the same conditions in their work lives as management. They need challenge, support from superiors, a quality workplace, friendly co-workers and respect. To have a good working environment, managers have to trust them and value them. When they fail, they must know that the manager will have a defined process to help them get back on track. Finally, managers need to listen to them and accept their workplace ideas.

25 The Saint Paul Hotel History of the Saint Paul Hotel Built in 1910 in the style of New Yorks Grand Central Station, the Saint Paul Hotel has become a legend among European-styled luxury hotels in America. Beginning in 1856, John Summers, a contractor by trade, welcomed travelers into his home on the site of the Saint Paul Hotel, and later into a 60- room frame hotel- The Greenman House- that he built in 1871. Undaunted by the hotels destruction by fire in 1877, Mr. Summers immediately erected a much bigger and finer hotel, called The Windsor, at a cost of $75,000 in 1877. Additions to the building were made and numerous ownership and management changes transpired prior to the hotels closing in 1906. In 1908, one of St. Pauls leading businessmen realized the importance of a luxury hotel to the citys development. Entrepreneur Lucius P. Ordway challenged the business community with a pledge of $1 million if The Windsor was razed and the St. Paul business league would donate the site on Rice Park in the heart of St. Paul for construction of a new hotel. The challenge was accepted. The New York firm of Reed and Stem, was commissioned to create the proposed showcase hotel. The hotel opened on April 18, 1910. The event was attended by all of the local community leaders, including James J. Hill, builder of the Great Northern Railway, and John Ireland, Archbishop of St. Paul. By 1919, the hotel became the citys center of activity, popular not only with travelers for its fine guest accommodations, but with local residents for its fine dining and ability to entertain visitors. In 1937, changes in the building and hotel services were implemented. The roof garden closed due to the long periods of inclement weather that restricted its use.

26 A high-rise parking garage was added. In 1944 an early improvement program included the addition of air conditioning and high-speed automatic elevators. With the development of the interstate highway systems and a change in focus from city to suburb that began in the late 1950s, the Saint Pauls prominence began to slowly diminish. Maintenance of the building declined, repairs were postponed, and the service became poor. The draw of newer suburban hotels created a new competition. Fate intervened in 1982, much as it had some 70 years earlier, when the business community again realized the importance of a premier downtown hotel, and a developer was sought to return the hotel to its original elegance. A hotel company was selected the began the floor-by-floor, brick-by-brick restoration of the Saint Paul. Today, each of the 254 guest rooms and suites reflects the European themed history of the hotels golden era (The Saint Paul Hotel, 2001).

The mission and vision statement of the Saint Paul Hotel A mission statement is an enduring statement of purpose for an organization that identifies the scope of its operations in product and market terms, and reflects its values and priorities. A mission statement will help an organization make consistent decisions, to motivate, to build organizational unity, to integrate short term objectives with longer-term goals, and to enhance communication (See Appendix D). A vision statement is an enduring statement of purpose for the employee that identifies the scope of operations in services to the customers. A vision statement will help employees to have clear ideas of how to treat the customers (See Appendix D).

27 The organization of the Saint Paul Hotel The Saint Paul Hotels structure (See Appendix B) consists of General Manager to be the top manager followed by Executive Assistant Manager, Director of Food and Beverage, Controller, Director of Sales and Marketing, Assistant Director of Human Resources, Director of Catering, Hotel Chef, Guest Services Manager, Chief Engineer and Executive Housekeeper.

The Saint Paul Hotel: Workplace Constructors The motivational factors that the Saint Paul Hotel provides to employees are as follows: 1. Training: It is called Standards-based training. The Saint Paul Hotel will provide training both for job skills and safety. Standards-based training occurs weekly in each department. Managers and employees will spend about 15 minutes to talk about their ideas. It is an opportunity to fine-tune or learn new skills. This training provides an opportunity for communication within the departments. 2. Benefits: The following is a list of benefits and incentives that hotel offers all employees: - Uniforms: provided and maintained on the premises - One meal a day in employee dining room at no cost - Health, dental and life insurance - Employees of the month/year - Manager of the quarter/year - Paid time off program ------used for sick pay, day off, vacation

- Departmental incentives for safety/revenue generation/expense savings - Non union employees are also eligible for 401 K participation

28 3. Short term disability: If an employee is hurt on the job and is off work more than 6 weeks, he starts getting a paycheck. The benefit level is 66 2/3% of weekly pay for 13 weeks; fully funded MHC. 4. Performance reviews: It occurs at the end of the 60/90 day probationary period and annually thereafter. 5. Higher pay than the other hotels: Salary increases will occur on a schedule for Union employees, or annually for non- union employees. 6. The Saint Paul Hotel will reward longevity with a watch for five years and a diamond pin for ten years. That diamond pin then has a new jewel set in it at each subsequent five year interval. After twenty years with the Hotel, a pin would have a diamond, a ruby and a sapphire. 7. The Saint Paul Hotel prefers to promote from within whenever possible. However, this can be frustrating because often employees assume they are entitled to promotion based on seniority. Sometimes attendance/performance issues preclude allowing transfers or promotions. Sometimes lack of required experience interferes. While the Saint Paul Hotel trains many individuals in their jobs, even if they have had no experience, certain jobs (sales, accounting, etc.) require a certain level of expertise that must be grown into, as opposed to handed over (Personnel Communication, October 25, 2001).

The motivation factors that the Saint Paul Hotel need more Gina Soucheray, training and employee development manager at the Saint Paul Hotel, stated that right now we continue to look at how to get better support in the transportation process. However, nowadays we would like every employee to take the bus. We are looking at providing a better support structure for people who have to

29 take the bus or people who have to drive. Moreover, we are looking for the opportunity for childcare for both union and non-union employees. Thats two key things right now transportation and childcare. We have a lot of employees who have problems with a good childcare system and we have a candidate who has come down to fill out memo about not enough parking space what we should do, and whos gonna pay for parking (Personnel Communication, October 25, 2001).

Summary Today, workplace motivation plays a key role for workplace productivity and quality. The researcher indicated the lack of employees motivation brings high turnover, high absenteeism and high expense. Hotels will need to pay more for recruitment, orientation and so on. The more motivated employees, the better quality and volume of work. From his study, Dr. Kovach concluded that good pay ranked first through the fifth of the ten items. The study of seven Caribbean Hotels, Las Vegas Casino Hotels and 278 hotels located in the United States and Canada supported Kovachs research that good wages is the first priority for employees. However, the study of 1,245 employees of the Hong Kong hotels concluded that the opportunity for advancement is the first factor but good wages is in the third one. Simon and Enz (1995) concluded that there are no different motivational factors between genders. On the other hand, Wong, Siu, and Tsang (1999) said female employees prefer more attention and recognition from employers than male. There are many theories that help managers understand employees needs. For example, Maslows theory is one of many theories that are well known and accepted. Maslow pointed out the basic needs: Physiological needs, Security needs,

30 Belongingness needs, Esteem needs, and Self-actualization needs. The lower level needs must be satisfied before the next higher level. So, when service managers understand employees needs and provide the suitable motivational technique, employees will match their goals with the organizations goals. As a result, not only employees will obtain benefits but also the whole organizations become more successful in their primary missions.

31 CHAPTER THREE METHODOLOGY This is the study of the assessment of employee motivation at the Saint Paul Hotel, St. Paul, Minnesota. This chapter presents the step by step procedure for this research project. It outlines the population, sample selection, instrumentation, pilot testing, data collection, data analysis and limitations.

Description of Subjects The purpose of this study was to research the motivational factors that affect employees in the Saint Paul Hotel, St. Paul, Minnesota, USA. The researcher asked for approval to distribute the questionnaire to the managers in each department of the Saint Paul Hotel. Then the managers in each department distributed the surveys to the employees.

Population The total population available for this survey consisted of all employees (N = 365) from the Saint Paul Hotel, St. Paul, Minnesota. There were 172 male and 193 female. The employees came from the nine departments that were; food and beverage, accounting, sales and marketing, human resources, catering, hotel chef, guest services, engineering and housekeeping.

Sample Selection The researcher selected the employees who had been working at the Saint Paul Hotel in October 2001 by a random and systematic sampling technique. The human

32 resources director provided the researcher with the name and position of all employees. The researcher prepared a label for each employee. The researcher then drew 100 labels from 365 total labels. The researcher balanced the response by selecting 50 males and 50 females. Labels were returned to the pool until 50 men and 50 women were selected. The selected respondents were distributed as follows: 4 accounting, 3 administration, 15 banquet, 2 caf, 10 culinary, 5 engineering, 1 food and beverage, 15 front desk, 1 human resource, 8 housekeeping, 5 laundry, 2 lobby bar, 4 reservation, 4 room service, 4 sale and marketing, 5 security and 12 St. Paul Grill.

Survey Instrument Descriptive design was used for this study: to describe the assessment of motivation in the Saint Paul Hotel employees by using a questionnaire. It addressed two major concerns of this research: the reason for choosing to work in the Saint Paul Hotel and motivational factors that make employees perform their jobs the best. Also, the questionnaire was developed by the researcher but was based on the resources of the literature review, a previous study conducted by Cheng (1995), Jaruphongsa (1998), Gay (2000), and the researchers interpretation of employees opinions on motivation. The questionnaire used in this study was two pages, eight questions that examined the demographic data and opinions of employees (See Appendix A). The questionnaire consisted of two parts. The first part (Q1-Q6) was designed to collect respondents demographic data including gender (Q1), age (Q2),

33 employment position (Q3), employment status (Q4), and period of work in hospitality organization (Q5, Q6). The second part (Q1- Q2) was designed to gather respondents motivation characteristics. The questions include: the reason for working in the Saint Paul Hotel and the most desired motivational factors. The Question 1, part 2; can answer the objective of this study regarding the reasons people choose to work at the Saint Paul Hotel. The question sought to learn the following reasons (1) salary, (2) fringe benefits, (3) interesting job, (4) flexible hours, (5) class of hotel, (6) opportunity to meet people, (7) close to respondents home, (8) respondents friends work there, (9) somebody in respondents family work there, (10) respondents will be able to advance someday, (11) respondents can not find other jobs. The question 2, part 2; can answer objective number two: to determine the most significant motivational factors for employees. The question wanted opinions on: (1) wages/salary, (2) fringe benefits, (3) job security, (4) interesting job, (5) flexible hours, (6) working environment, (7) co-workers, (8) opportunity for advancement, (9) training, (10) empowerment, (11) allowed to be part of team, (12) loyalty to employees. In questions 1-6, respondents were asked to choose the appropriate answer from multiple choices. The second part of the questionnaire (Q1 Q2), respondents were asked to rate the motivation factors that they like on the five-point Likert scale (1 = less important, 2 = somewhat important, 3 = important, 4 = very important, 5 = the most important). The Likert scale is the method most commonly used by researchers to measure motivation factors, and proved to yield more consistent results

34 than some of the other methods (Bonifield, Jeng, & Fesenmaire, 1997). This is why the scale was selected for this study.

Pilot Test To maximize the reliability and validity of the questionnaire, the researcher conducted an initial survey of ten Thai employees in Grand Hyatt Arawan, Bangkok, Thailand via e-mail on October 5, 2001. The participants were asked to fill out the initial surveys based on their motivation factors. The initial survey took about five to ten minutes to complete. The instruction and some questions were not clear. The questionnaire was modified based on the pilot test and the final version of the questionnaire was completed after a review by the University of Wisconsin-Stout and the thesis advisor.

Data Collection A questionnaire was used in this study to collect data. The researcher brought the questionnaire to the hotel so that each questionnaire had a specific name and department of the employee who was randomly selected by the researcher. The human resources director helped the researcher deliver these to the managers in each department. Managers in each department delivered the labeled questionnaires to their employees. The managers of each department collected the completed questionnaires and brought them back to the human resources director. The researcher obtained the completed questionnaires from human resources director. The 70 employees who completed the survey in this study consisted of 34 males and 36 females. The survey was distributed between October 22nd - 26th to the

35 employees. It was estimated that each employee took 5 minutes to complete the survey.

Data Analysis The researcher used the Statistical Program for the Social Science (SPSS) version 10.0 at University of Wisconsin-Stout to analyze the completed questionnaire. The statistical tools used in this study were means, frequency counts, percentages, and T-test. The analysis of the survey results combined with the statistical applications allowed for the researcher to draw conclusions regarding to the objectives of the study.

Limitation of Study Limitations of the research were as follows: 1. When comparing the total number of employees (N= 365) in the Saint Paul Hotel and the number of respondents (N = 70), this was a small number. For this reason, the results of this study might not apply to the total population. 2. The survey questionnaires were administered to employees in the Saint Paul Hotel. The results of the study might only be generally applied to employees in the Saint Paul Hotel. 3. Because of the unequal sample returns of male and female respondents, there was not equal gender representation. 4. Reliability of the survey may be uncertain as the pilot test was conducted in Thailand for American employees.

36 CHAPTER FOUR RESULTS AND ANALYSIS

This chapter presents the analysis of the data collected by the method described in Chapter three. The results of the data were determined in the following order: 1. Population and Response Rate 2. Analysis Respondent Profile: Frequency Distributions 3. Analysis of the reasons for choosing a career in the Saint Paul Hotel and the most significant motivation factors in the Saint Paul Hotel: Descriptive Statistics 4. Analysis of the motivational differences between genders: Descriptive Statistics

Population and Response Rate As mentioned in Chapter Three, the questionnaire survey methods were used to conduct motivation factors in the Saint Paul Hotels employees. They were designed to obtain opinions of hotel employees on why they chose careers at the Saint Paul Hotel. Also this study sought to learn the most significant motivation factors found at the Saint Paul Hotel. Frequency counts, percentages, and means were used to analyze the data. The total number of respondents was 70 out of 100 representing 70.00 % of the total questionnaires sent. The respondents were separated into two groups: male and female. The total number of male respondents was 34 out of 50 representing 48.6% of the response rate. The total number of female respondents was 36 out of 50 representing 51.4% of the response rate.

37 Respondents Personal Data The participants were asked to provide information about demographic data such as gender, age, position and working status (question No. 1, 2, 3, and 4).

Gender Table 2
Respondents Personal Data: Gender (n = 70) Cumulative Frequency Percent Valid Male Female Total 34 36 70 48.6 51.4 100.0 Valid Percent 48.6 51.4 100.0 Percent 48.6 100.0

From table 2, the results from 70 employees showed that: thirty four (48.6%) were male and thirty six (51.4%) were female.

38 Age Table 3
Respondents Personal Data: Age (n = 70) Cumulative Frequency Percent Valid 18-28 29-39 40-50 over 50 Total 20 25 14 11 70 28.6 35.7 20.0 15.7 100.0 Valid Percent 28.6 35.7 20.0 15.7 100.0 Percent 28.6 64.3 84.3 100.0

In question No. 2 (Table 3) seventy respondents indicated that twenty of seventy respondents (28.6%) were from 18 to 28 years old. Twenty five of seventy respondents (35.7%) were from 29 to 39 years old. Fourteen of seventy respondents (20.0%) were from 40 to 50 years old. And 11 of 70 respondents (15.7%) were over 50 years old. This statistical table shows that most of the employees in the hotel are young.

39 Position Table 4
Respondents Personal Data: Position (n = 70) Cumulative Frequency Valid Room Food Other Total 13 20 37 70 Percent 18.6 28.6 52.9 100.0 Valid Percent 18.6 28.6 52.9 100.0 Percent 18.6 47.1 100.0

From table 4, the researcher found that 18.6 % of the respondents worked in room position, 28.6 % of the respondents worked in food position. 52.9 % of the respondents worked in other positions.

Working status Table 5

Respondents Personal Data: Working status (n = 70) Cumulative Frequency Valid full time Part time Total 54 16 70 Percent 77.1 22.9 100.0 Valid Percent 77.1 22.9 100.0 Percent 77.1 100.0

The response by seventy employees showed that fifty four (77.1%) were full time employees and sixteen (22.9%) were part time employees (Table 5).

40 Respondents Length of employment in the Hospitality Industry and in the Saint Paul Hotel Table 6
Respondents length of employment in the hospitality industry (n = 70) Cumulative Frequency Valid less than 1 year 1-3 years 4-6 years more than 6 years Total 7 19 10 34 70 Percent 10.0 27.1 14.3 48.6 100.0 Valid Percent 10.0 27.1 14.3 48.6 100.0 Percent 10.0 37.1 51.4 100.0

In question No. 5, Respondents indicated that their working period in the hospitality industry (Table 6) seven respondents (10.0%) had been working in the hospitality industry less than one year. Nineteen respondents (27.1%) had been working in the hospitality industry for one to three years. Ten respondents (14.3%) had been working in the hospitality industry for four to six years. And thirty four respondents (48.6%) had been working in the hospitality industry for more than six years. This statistical table shows that most of employees in the Saint Paul hotel have been working in the hospitality industry for a long time.

41

Table 7
Respondents working period in the Saint Paul Hotel (n = 70) Cumulative Frequency Valid less than 1 year 1-3 years 4-6 years more than 6 years Total 12 24 12 22 70 Percent 17.1 34.3 17.1 31.4 100.0 Valid Percent 17.1 34.3 17.1 31.4 100.0 Percent 17.1 51.4 68.6 100.0

Question No. 6 indicated in Table 7, twelve respondents (17.1%) had been working in the Saint Paul Hotel less than one year. Twenty four respondents (34.3%) had been working in the Saint Paul Hotel for one to three years. Twelve respondents (17.1%) had been working in the Saint Paul Hotel for four to six years. And twenty two respondents (31.4%) had been working in the Saint Paul Hotel more than six years.

42 Reasons for Choosing a Career in the Saint Paul Hotel

Question No. 1, part 2 answered the objective 1: to determine the reasons employees chose to work at the Saint Paul Hotel. Because of the importance of the reasons listed in question No. 1 part 2 the Likert scale was used for answering (1 = less important, 2 = somewhat important, 3 = important, 4 = very important, 5 = the most important). Thus, this question was analyzed by using the mean to identify the rank of each reason. Table 8 The reason for choosing a career in the Saint Paul Hotel (n = 70) Mean Reasons Class of hotel Interesting job Salary Flexible hours Fringe benefits Close to my home Opportunity to meet people Become manager in this field Friends work here Could not find any other job Somebody in my family works here Ranking 3.90 3.76 3.59 3.51 3.23 3.23 3.11 2.39 1.99 1.58 1.46 Standard Deviation 1.22 1.10 .94 1.05 1.11 1.34 1.27 1.47 1.22 1.21 1.09 Ranking 1 2 3 4 5 5 6 7 8 9 10

43

Graph 1
Reasons for Choosing a Career in The Saint Paul Hotel

Reason: could not find any job Reason: become manager in this field Reason: somebody in my family w orks here Reason: friends w ork here Reasons Reason: close to my home Reason: opportunity to meet people Reason: class of hotel Reason: flexible hours Reason: interesting job Reason: fringe benefits Reason: salary 0 0.5 1 1.5 2 2.5 3 3.5 4 4.5

Mean

From table 8 and graph 1, the question No. 1 part 2 of overall seventy respondents, Class of hotel was ranked first (3.90), Interesting job was ranked second (3.76), Salary was ranked third (3.59), Flexible hours was ranked fourth (3.51), Fringe benefits and Close to my home were ranked fifth in the same level (3.23), Opportunity to meet people was ranked sixth (3.11), Become manager in this field was ranked seventh (2.39), Friends work here was ranked eighth (1.99), Could not find any other job was ranked ninth (1.58), and Somebody in my family works here was ranked tenth (1.46).

44 The most significant motivation factors in the Saint Paul Hotel The question No. 2 part 2 answered the objective 2: to determine the workplace motivational factors for the Saint Paul Hotel employees. Because of the importance of the factors listed in question No. 2 part 2 the Likert scale was used for answering (1 = less important, 2 = somewhat important, 3 = important, 4 = very important, 5 = the most important). Thus, this question was analyzed by using the mean to identify the rank of each reason. Table 9 The most significant motivational factors in the Saint Paul Hotel (n = 70) Mean Factors Salary Job security Interesting job Working environment Co-workers Loyalty to employees Part of the team Flexible hours Fringe benefits Empowerment Opportunity for advancement Training Ranking 3.75 3.74 3.71 3.70 3.67 3.63 3.52 3.39 3.26 3.17 3.16 3.14 Standard Deviation 1.03 .98 1.25 1.15 1.01 1.13 1.20 1.19 1.34 1.32 1.29 1.23 Ranking 1 2 3 4 5 6 7 8 9 10 11 12

45 Graph 2
The m ost significant m otivational factors in the Saint Paul Hotel Factors: loyalty Factors: part of team Factors: empow erment Factors: training Motivation factors Factors: opportunity for advancement Factors: co-w orkers Factors: w orking environment Factors: flexible hours Factors: interesting job Factors: job security Factors: fringe benefits Factors: salary 2.8 2.9 3 3.1 3.2 3.3 Mean 3.4 3.5 3.6 3.7 3.8

From table 9 and graph 2, the question No. 2 part 2 of seventy respondents, Salary was ranked first (3.75), Job security was ranked second (3.74), Interesting job was ranked third (3.71), Working environment was ranked fourth (3.70), Co- workers was ranked fifth (3.67), Loyalty to employees was ranked sixth (3.63), Part of the team was ranked seventh (3.52), Flexible hours was ranked eighth (3.39), Fringe benefits was ranked ninth (3.26), Empowerment was ranked tenth (3.17), Opportunity for advancement was ranked 11th (3.16), and the last one is Training (3.14).

46

The motivational differences between genders at the Saint Paul Hotel The question No. 2 part 2 answered the objective 3: to investigate motivational differences between genders at the Saint Paul Hotel. In this objective, the researcher analyzed data by using the mean to identify different motivation factors between genders. Table 10 and graph 3 below shows the data of motivational differences between males and females in order to identify the rank of each motivational factor.

Graph 3

The m otivational differences betw een genders

Factors: loyalty Factors: part of team Factors: empow erment Factors: training Motivation factors Factors: opportunity for advancement Factors: co-w orkers Factors: w orking environment Factors: flexible hours Factors: interesting job Factors: job security Factors: fringe benefits Factors: salary 0 0.5 1 1.5 2 2.5 Mean 3 3.5 4 4.5 female male

47

Table 10 Male and Female Motivation Factors: Side by Side Comparison (n = 36) Work Motivation Ranking Male Salary Job security Loyalty to employees Co-workers Working environment Interesting job Fringe benefits Flexible hours Part of team Training Opportunity for advancement Empowerment 1 2 3 4 5 6 7 8 8 9 10 11 Female 4 5 7 3 2 1 11 8 6 10 9 8

Men found that Salary was ranked first (3.85) from thirty three of thirty four respondents. Job security was ranked second (3.82) from thirty four of thirty four respondents. Loyalty to employees was ranked third (3.68) from thirty four of thirty four respondents. Co-workers was ranked fourth (3.64) from thirty three of thirty four respondents. Working environment was ranked fifth (3.59) from thirty four of thirty four respondents. Interesting job was ranked sixth (3.48) from thirty three of

48 thirty four respondents. Fringe benefits was ranked seventh (3.45) from thirty three of thirty four respondents. Flexible hours and Part of team were ranked eighth in the same level (3.39) from thirty three of thirty four respondents. Training was ranked ninth (3.18) from thirty three of thirty four respondents. Opportunity for advancement was ranked tenth (3.12) from thirty four of thirty four respondents. Empowerment was ranked the last (2.94) from thirty three of thirty three respondents. Women found that Interesting job was ranked first (3.92) from thirty six of thirty six respondents. Working environment was ranked second (3.81) from thirty six of thirty six respondents. Co- workers was ranked third (3.69) from thirty six of thirty six respondents. Salary was ranked fourth (3.67) from thirty six of thirty six respondents. Job security was ranked fifth (3.66) from thirty five of thirty six respondents. Part of the team was ranked sixth (3.64) from thirty six of thirty six respondents. Loyalty to employees was ranked seventh (3.58) from thirty six of thirty six respondents. Flexible hours and empowerment were ranked eighth in the same level (3.39) from thirty six of thirty six respondents. Opportunity for advancement was ranked ninth (3.19) from thirty six of thirty six respondents. Training was ranked tenth (3.11) from thirty six of thirty six respondents and the last one was Fringe benefits (3.08) from thirty six of thirty six respondents.

Summary The study results indicated that the employees chose to work at the Saint Paul Hotel because of (1) Class of hotel, (2) Interesting job, (3) Good pay. The most significant motivation factors regarding the Saint Paul Hotel employees are (1) Good pay, (2) Job security, (3) Interesting job.

49 Overall, males and females ratings were different. Male concerns were about salary first, then job security and loyalty to the employees. Female concerns about an interesting job were first, then working environment and co-workers.

50 CHAPTER FIVE CONCLUSIONS

The purpose of this study was to investigate and assess employees attitudes toward motivation, to identify the reasons why people chose to work at the Saint Paul Hotel, to help the human resource managers and hoteliers improve employees motivation factors, and reduce the turnover and absenteeism through an efficient motivational approach. This chapter will provide a summary and discussion of the research findings that are at the core of this study. Included in this discussion will be references to the literature review and how outcomes of this research are similar or different. From the data gathered in chapter four from the Saint Paul Hotel, the following conclusions can be made:

Objective 1: To determine the reasons employees chose to work at the Saint Paul Hotel Table 11 The reasons for choosing a career in the Saint Paul Hotel Reasons Class of hotel Interesting job Salary Flexible hours Fringe benefits Close to my home Ranking 1 2 3 4 5 5

51 The data revealed that the main reason employees chose a career in the Saint Paul Hotel was Class of hotel. The second one was Interesting job. Jerald and Robert (1997) stated that motivation can be enhanced by making jobs more appealing to people. Todays organizational scientists have found several ways of designing jobs that can not only be performed very efficiently, but also are highly pleasant and enjoyable such as job enlargement, job enrichment and job characteristics model. Job enlargement is one of the first modern approaches to redesigning jobs, suggesting that such unwanted could be minimized by having people perform an increased number of different tasks all at the same level. Job enrichment gives employees not only more jobs to do, but also more tasks to perform at a higher level of skill and responsibility. Job characteristics model approaches job enrichment which specifies that five core job dimensions (skill variety, task identity, task significance, autonomy, and job feedback) produce critical psychological states that lead to beneficial outcomes for individuals (e.g., high job satisfaction) and the organization (e.g., reduced turnover). And the third one was salary. The Saint Paul Hotel provides higher pay than other hotels of similar size. Wheelhouse (1989) said that money must be a goal for the worker. The more strongly someone wants more money, the more production will improve.

52 Objective 2: To determine the workplace motivational factors for the Saint Paul Hotel employees Table 12 The workplace motivational factors for the Saint Paul Hotel Work Motivation Salary Job security Interesting job Working environment Co-workers Ranking 1 2 3 4 5

From objective 2, the study tried to learn what motivates employees at the Saint Paul Hotel to perform the best on their jobs. This survey found that the best motivation factor for employees was Salary. According to a literature review, Daschler and Ninemeier (1989) discussed in the strategies to employees motivation that Each person is the center of his own concern; however, the primary interest is to satisfy needs, ambitions, desires, and goals and An employee wants to satisfy basic needs. So the reviews of strategies of employees motivation that Daschler and Ninemeier said are true because salary is the basic need for the employees of the Saint Paul. Thus, the human resource director should be concerned about higher pay as his first consideration. Wheelhouse (1989) said that the basic objectives of the wage and salary program are to help the company attract and keep qualified people, provide equal pay for equal work, reward good performance, control labor costs, and maintain a cost parity with direct competitors.

53 The second one was Job security. In Maslows Hierarchy of Needs, after the people were satisfied by the first level, such as money, they will go to the next level, that is security needs. So, Maslows theory can exemplify the motivational factors of the Saint Paul Hotel employee because the first factor the employee chose was money, and job security was the second factor. Furthermore, the investigation of Daschler and Ninemeier (1989) about strategies for employees motivation found that most employees want appropriate job security assurance. Thus, the most important factors that should concern the hotel is job security. And the third one was Interesting Job. As mentioned above, an interesting job is one of the motivation factors that can reduce turnover rate and absenteeism rate in every organization. Moreover, the investigation of Daschler and Ninemeier (1989) of strategies to improve employees motivation found that other factors that can fulfill and motivate employees are challenging work, work that yields a sense of personal accomplishment, increased responsibility and the chance to grow in the job. And some more factors that employees need are job rotation, job enlargement and job enrichment. Jerald and Robert (1997) reviewed Frederick W. Taylors book treating people like machines often meant having them engage in repetitive movements which they found highly routine and monotonous. Then people became bored with such jobs and frequently quit. So organizations found several ways of designing jobs to keep quality employees with the organizations as long as possible. From these results, the motivation factors of employees in the Saint Paul Hotel are the same as the study of Charles and Marshall (1992) in a Las Vegas casino hotel: that good pay and job security are the first motivation factors of concern to employees. Similarly with the study of Simons and Enz (1995), the study of 278 hotel employees from 12 different hotels located through United States and Canada found

54 that those hospitality employees preferred (1) good wages, and (2) job security. Additionally, the results of the study of Dr. Kovach found that good wages always ranked about the first through the fifth on the list of ten items. However, the study of motivation factors in the Saint Paul Hotel employees was different from the study of Hong Kongs hotel. Siu, Tsang and Wong (1997) found that 1,245 employees in 64 Hong Kongs hotel considered opportunities for advancement and development to be the first important factor and loyalty to employees to be the second factor. Therefore, hotel management should improve motivational factors as their employees require even though employees require different factors because they come from different backgrounds. As Daschler and Ninemeier mentioned in the strategies to employees motivation, employees are individuals. Everybody comes from a different background, experience, education and family so they need different things. Human resources can adjust to the appropriate way. Motivational factors can vary in each hotel and each period. Human resources department should evaluate the employees needs every year.

55 Objective 3: To investigate motivational differences between genders at the Saint Paul Hotel Table 13 Male and Female Motivational Factors Side by Side Comparison Work Motivation Ranking Male Salary Job security Loyalty to employees Co-workers Working environment Interesting job Fringe benefits Flexible hours Part of team Training Opportunity for advancement Empowerment 1 2 3 4 5 6 7 8 8 9 10 11 Female 4 5 7 3 2 1 11 8 6 10 9 8

Review of the work motivation analysis shows a significant difference in male ranking and female ranking. The male ranking had Salary as the first one and Job security as the second one. The third one was Loyalty to employees. Meanwhile, the female ranking had Interesting job as the first one, Working environment as the second one and Co-workers as the third one.

56 The comparison of table 14 shows that gender does have a role in influencing employees perceptions of various workplace motivational factors. The review of literature from the study of Wong, Siu, and Tsang (1999) found that female employees had a high preference for several job- related motivators, including interesting work, feeling of being involved, good working environment and appreciation and praise for work done. From the study of Wong, Siu, and Tsang of employees of the Hong Kong Hotel, male employees had motivational factors similar to the study at the Saint Paul Hotel. The results of the female motivational factors in employees of the Hong Kong Hotel were different from employees of the Saint Paul Hotel (Table 1). In table 1 males and females of the Hong Kong Hotel had almost the same motivational factors, but in table 14 males and females of the Saint Paul Hotel had totally different motivational factors. However, the results from the study at the Saint Paul Hotel were a significant departure from the study of Simons and Enz (1995), that there is no difference in motivational factors by gender. Males and females may require similar, not different, treatment for optimal motivation. In addition, the study of Komives (1991) noted that motivation is not affected by gender as it related to leadership and performance in residence hall assistants. Therefore, it cannot be concluded that males and females need the same factors or different factors because the study of Simon and Enz (1995) showed males and females need the same factors; in the study of employees in the Saint Paul Hotel, males and females need different factors. In addition, Daschler and Ninemeier (1989) mentioned in the strategies of employees motivation that employees are individuals. Everybody comes from a different background, experience, education and family so

57 they need different things. Thus, it depends on the situation at that moment and the background of each person.

Recommendations for the Human Resources Department This study provides information which could benefit the human resources department in better understanding the needs of hotel workers. The human resource director could consider and develop the following factors to respond to the needs of his employees: To provide the right motivational factors to employees, the human resources director should evaluate the needs of employees every year. Management should be concerned about the basic need of employees first because the results of this study showed that salary and job security were the first and second rank of work factors for employees. Management can make a job more interesting by using job design such as job rotation or job characteristics, because an interesting job is in the first rank for a female motivational factors. Managers of each department should develop a family atmosphere within the hotel.

Recommendations for further studies 1. This research could be replicated by other hospitality researchers using different groups of employees in other hotels to see if there are similarities to or differences from this study. 2. More hotels could be included in the comparison study in the future. 3. This research could also be conducted with other hotels in different countries.

58 4. Investigate the relationship between rewards and motivation toward work performance. 5. A larger sample size is recommended for further studies to promote validity and accomplish the effective generalization of the results.

59 REFERENCES A.M. Stone (2002, May 3). Planning and Consulting. In Mission Statement [on line]. Available: http://www.planning.amstone.net/mission.asp Balmer, S. and Baum, T. (1993). Applying Herzbergs Hygiene Factors to the Changing Accommodation Environment. International Journal of Contemporary Hospitality Management, 5 (2), 32-35 Bell, R. A. and Winters, L.C. (1993). Using Marketing Tools to Improve Employee Relations. Cornell Hotel and Restaurant Administration Quarterly, 34 (6), 38-42 Bohlander, G., Snell, S. and Sherman, A. (2001). Managing Human Resources. Cincinnati, OH: South-Western College Publishing Bonifield, R.L., Jeng, J. and Fesenmaire, D.R. (1997). Comparison of Approaches for Measuring Travelers Motivation. Journal of Tourism Analysis, 1, 3947 Cai, B. (1993). The Impact of Employee Motivation on Hotel Service and Employee Turnover- A Comparison Between Two Properties in China and The United States. Unpublished masters thesis, University of Wisconsin-Stout, Menomonie, Wisconsin, United States. Charles, K. and Marshall, L. (1992). Motivational Preferences of Caribbean Hotel Workers: An Exploratory Study. International Journal of Contemporary Hospitality Management, 4 (3), 25-29 Cheng, H. (1995). Assessing The Importance of Employee Motivation in the Hotel Industry in Taipei, Taiwan. Unpublished masters thesis, University of Wisconsin-Stout, Menomonie, Wisconsin, United States

60 Conrade, G., Wood, R. and Ninemeier, J. (1994). Training in the U.S. Lodging Industry: Perception and Reality. Cornell Hotel and Restaurant Administration Quarterly, 35 (10), 16-21 Daschler, P. J. and Ninemeier, J. D. (1989). Supervision in the Hospitality Industry. East Lansing, MI: Educational Institute American Hotel & Motel Association Dervaes, C. (1998). The Travel Dictionary. Tampa, FL: Irwin McGraw-Hill Dessler, G. (1980). Human Behavior: Improving Performance at Work. Reston, VA : Reston Publishing Company, Inc. Drummond, K. E. (1990). Human Resource Management for the Hospitality Industry. New York, NY: Van Nostrand Reinhold Gay, K. (2000). Work Motivation Factors of the Public Sector and Private Sector Convention Center Employees. Unpublished masters thesis, University of Wisconsin- Stout, Menomonie, Wisconsin, United Stated History of the Saint Paul Hotel. (2001). The History of a Landmark Hotel. [Brochure]. The Saint Paul Hotel: Author Jaruphongsa, P. (1998). Motivational Preferences of Hospitality Workers: A Study of the Grand Garden Hotel, Sungaikolok, Narathiwat, Thailand. Unpublished masters thesis, University of Wisconsin-Stout, Menomonie, Wisconsin, United States Jerald, G. and Robert, A. B. (1997). Behavior in Organizations: Understanding and Managing the Human Side of Work, Upper Saddle River, NJ: Prentice-Hall, Inc. Jerris, A. L. (1999). Human Resource Management for Hospitality. Upper Saddle River, NJ: Prentice-Hall, Inc. Kovach, K. (1987). What Motivates Employees? Workers and Supervisors Give Different Answers. Business Horizons. September/October, 58-65

61 Lawler, E. E. (1973). Motivation in Work Organizations. Monterey, California: Brooks/ Cole Publishing Lee-Ross, D. (1999). HRM in Tourism and Hospitality. New York, NY: British Libraty Cataloguing- in- Publication Data Lucas, R. E. (1995). Managing Employee Relations in the Hotel and Catering Industry. London, United Kingdom: Cassell, Inc. Mill, R. C. (1988). Restaurant Management Customer, Operation, and Employees. Upper Saddle River, NJ: Prentice Hall Morgan, W. J. (1990). Hospitality Personnel Management. Boston, MA: CBI Publishing Company, Inc Mosley, D. C., Megginson, L. C. and Pietri, P. H. (2001). Supervisory Management. Cincinnati, OH: South-Western College Publishing Nico, W. V. Y. and Hagedoorn, M. (1996). Intent to Leave and Absenteeism as Reactions to Perceived Inequity: the role of psychological and social constraints. Journal of Occupational and Organizational Psychology, 69 (4), 367 Powers, T. and Barrows, C. W. (1999). Introduction to Management in the Hospitality Industry. New York, NY: John Wiley and Sons, Inc Reiger, R. C. and Rees, R. T. (1993). Teachers and Motivation: a demographic study. Education Spring, 113 (3), 482-484 Rey, A. M. and Wieland, F. (1985). Managing Service in Food and Beverage Operations. East Lansing, MI: Educational Institute American Hotel & Motel Association Rutherford, D. G. (1990). Hotel Management and Operations. New York, NY: Van Nostrand Reinhold

62 Simons, T. and Enz, C. (1995). Motivating Hotel Employees. Cornell Hotel and Restaurant Administration Quarterly, 36 (1), 20-27 Siu, V., Tsang, N. and Wong, S. (1997). What Motivates Hong Kongs Hotel Employees?. Cornell Hotel and Restaurant Administration Quarterly, 38 (5), 44-49 Stone, T. H. (1982). Understanding Personel Management. New York, NY: CBS College Publishing Thompson, J. K. (1991). Ten Steps to Improve Morale and Reduce Turnover. Executive Housekeeping Today, 52 (2), 14 Wheelhouse, D. (1989). Managing Human Resources in the Hospitality Industry. East Lansing, MI: Educational Institute American Hotel & Motel Association Wong, S., Siu, V. and Tsang, N. (1999). The impact of demographic factors on Hong Kong hotel employees choice of job-related motivators. International Journal of Contemporary Hospitality Management, 11 (5), 230-241 Wren, J. T. (1995). The Leaders Companion: Insights on Leadership Through the Ages. New York, NY: The Free Press Yu, L. (1999). The International Hospitality Business. New York, NY: The Haworth Hospitality Press

63

APPENDIX A The Assessment of Motivation in the Saint Paul Hotel Employees

The purpose of this study is to determine the most significant motivational factors of employees in the Saint Paul Hotel in order to improve motivational factors for employees in this hotel. This study is being conducted as part of the requirements for a masters thesis at the University of WisconsinStout in Menomonie, Wisconsin. Your response is very important. Please answer all of the questions, as your survey cannot be used in the study unless each question is answered.
I understand that by returning the/this questionnaire, I am giving my informed consent as a participating volunteer in this study. I understand the basic nature of the study and agree that any potential risks are exceedingly small. I also understand the potential benefits that might be realized from the successful completions of this study. I am aware that the information is being sought in a specific manner so that no identifiers are needed and so that confidentiality is guaranteed. I realize that I have the right to refuse to participate and that my right to withdraw from participation at any time during the study will be respected with no coercion or prejudice. NOTE: Questions of concerns about participation in the research of subsequent complaints should be addressed first to the researcher of research advisor and second to Susan Foxwell, Human Protections Administrator, WE-Stout Institutional Review Board for the Protection of Human Subjects in Research, 11 HH, UW-Stout, Menomonie, WI, 54751, USA, phone(715)232-2477

Employees motivation survey questionnaire Part I: Please Circle the appropriate answer 1. Gender: 2. Age: 3. Position: 4. Work status: A. Male A. 18-28 C. 40-50 A. Room C. Other A. Full time B. Female B. 29-39 D. over 50 B. Food B. Part time

5. How long have you worked in the hospitality industry? A. Less than 1 year B. 1 to 3 years C. 4 to 6 years D. More than 6 years 6. How long have you worked in the Saint Paul Hotel? A. Less than 1 year B. 1 to 3 years C. 4 to 6 years D. More than 6 years

64 Part II: Please rate the motivational factors from 1 to 5 1. How would you rate the reason you choose to work in the Saint Paul Hotel? Least important Salary Fringe benefits Interesting job Flexible hours Class of hotel Opportunity to meet people Close to my home Friends work here Somebody in my family works here I can become manager in this field someday I could not find any other job 1 1 1 1 1 1 1 1 1 1 1 2 2 2 2 2 2 2 2 2 2 2 Important 3 3 3 3 3 3 3 3 3 3 3 4 4 4 4 4 4 4 4 4 4 4 Most important 5 5 5 5 5 5 5 5 5 5 5

2. How would you rate each of the factors that motivate you to perform your job the best? Least important Wages/ Salary Fringe benefits Job security Interesting job Flexible hours Working environment Co-workers Opportunity for advancement Training Empowerment Allowed to be part of the team Loyalty to employees 1 1 1 1 1 1 1 1 1 1 1 1 2 2 2 2 2 2 2 2 2 2 2 2 Important 3 3 3 3 3 3 3 3 3 3 3 3 4 4 4 4 4 4 4 4 4 4 4 4 Most important 5 5 5 5 5 5 5 5 5 5 5 5

Thank you for your cooperation

65 APPENDIX C Categories of benefits Categories Legally required benefits Social Security Workers compensation Unemployment insurance Health and life insurance Group health insurance Health maintenance organizations Preferred provider organizations Dental care Vision care Prescription care Group term life insurance Accidental death and disability insurance Long-term disability Short-term disability Pensions Defined benefit Defined contribution 401 (k) plan Profit sharing Independent Retirement Account Payment for time not worked Sick leave Vacation time Holidays Benefits

66 Bereavement Breaks Jury duty Employee services and other benefits Educational assistance Credit unions Meals/ meal allowances Rooms/ room allowances Uniforms/ uniform allowance Parking/ parking cost assistance Employee assistance program Wellness program Social and recreational programs Payroll deductions for additional insurance Legal services Discount purchases Financial planning services Preretirement planning and counseling Relocation (moving) expenses Child care availability/ child care assistance Awards such as length of service Membership in professional and trade associations Attendance at industry seminars

67 Trade journals and periodicals Scholarships for dependent children Matched donations to universities and colleges

68 APPENDIX D

Mission Statement and Vision Statement of the Saint Paul Hotel Mission Statement 1.The Saint Paul Hotel will continue to be a leading luxury hotel in the Twin Cities area, serving business and leisure travelers. 2. Our food and beverage operation will be the Metro East leader for the catering and restaurant business, while providing an excellent price value experience. 3. The hotel continues to provide a stable, safe, and rewarding work environment for its employees. 4. The hotel must achieve its financial goals to meet the owners expenses and provide a reasonable return on his investment. Vision Statement 1. Integrity: When dealing with others, maintain honesty, high standards and values. 2. Honesty: With the employees, guests, and in business performance. 3. Sincerity: With guests and employees. 4. Commitment: To being the best you can be, and using all of your resources to the best of your ability. 5. Sense of Urgency: In creating a positive guest impression; striving for perfection in each and every execution. 6. Setting Priorities: To anticipate, to be forward thinking.